Why Resistance to Change is a Trust Issue, According to Sales Leader Leslievenetz

In a recent LinkedIn post, Leslievenetz, author of “Profit-Generating Pipeline,” delves into the root causes of resistance to change within sales teams, arguing that it often stems from a lack of trust rather than a deficit in skills or motivation.

Leslievenetz challenges the common perception that pushback against new processes or methodologies is solely a performance issue. Instead, the sales leader posits that a deeper problem of trust is at play.

“Resistance to change is a trust problem, not a people problem.”

The core of Leslievenetz’s argument is that leaders must earn the right to ask their teams to adopt new ways of working. This involves demonstrating a genuine understanding of the team’s daily realities, a commitment to their individual success, and ensuring that proposed changes are truly beneficial to the team, not just to management or the company.

The Foundation of Trust in Change Management

According to Leslievenetz, without this foundational trust, even well-intentioned changes can be perceived negatively by the team.

“Without that foundation, even a good idea sounds like just another thing being done to them rather than with them,” Leslievenetz writes.

This perspective shifts the focus from simply implementing a new system to cultivating an environment where change is seen as a collaborative effort. Leslievenetz emphasizes that effective change management isn’t about having the most polished presentation decks.

“The leaders I see successfully navigating change management are not the ones with the best rollout decks.”

Building Credibility Through Action

Instead, Leslievenetz highlights the importance of consistent, supportive leadership actions over time. The sales leader points to successful change navigators as those who have:

• Spent significant time coaching their teams.
• Acted as advocates for their team members.
• Maintained honesty about what is and isn’t working.
• Built strong relationships based on mutual respect.

It is this consistent investment in the team that builds the necessary credibility. As Leslievenetz notes, this relationship is what makes a team believe their leader when they suggest a new initiative is “worth trying.” The post further elaborates on this idea by quoting from Leslievenetz’s own work:

“Trust doesn’t make change effortless, but it does make it possible.”

Leslievenetz concludes by encouraging readers to consider purchasing their book, suggesting that the insights shared are a testament to the practical advice available within its pages. The underlying message is clear: for leaders seeking to implement changes, prioritizing the cultivation of trust is paramount to achieving successful adoption and buy-in.